Rethinking Retention: Fit, Links, and Sacrifice in the Evolving Workplace

Why do some employees stay for years even when the job isn’t perfect? And why do others leave despite good pay and benefits? 

At Sprout’s State of HR Summit 2025, Mr. Cliff Eala, CEO of BS Works, left a fresh take on retention that is especially relevant in the modern workplace. His keynote session, Rethinking Retention: Fit, Links, and Sacrifice in the Evolving Workplace, challenged HR professionals to rethink traditional retention strategies and focus on the deeper human factors that keep employees engaged.

Traditional Retention Measures Don’t Tell the Whole Story

Traditionally, HR has measured retention by asking: Are people happy? Are they committed? But as Mr. Eala pointed out, relying on mood-based measures can lead to misleading conclusions, because attitudes are often temporary and influenced by factors outside work. For example, an employee going through a family crisis might respond negatively, even if their job is generally fulfilling.

So, he introduced the concept of job embeddedness, which is about how deeply people are rooted in their organizations. 

According to Mr. Eala, job embeddedness has three important parts:

• Links: The social bonds employees form at work, such as friendships, mentorships, and informal groups. Mr. Eala highlighted that these connections create a sense of belonging that goes beyond transactional relationships.

• Fit: How well an employee’s skills, values, and goals align with their job and company culture. Strong alignment makes employees feel they belong and are valued.

• Sacrifice: The perceived cost of leaving, including losing relationships, unique projects, or emotional ties. Mr. Eala illustrated this with examples like long-serving janitors who may not earn the most but have a deep social reputation that’s hard to give up.

Key Findings From the 2025 State of HR Report

Mr. Eala shared eye-opening insights from the 2025 State of HR Report, co-produced by BS Works and Sprout:

Commute Time Doesn’t Affect How Long People Stay

Many employees spend hours commuting every day, but this doesn’t predict how long they stay at a company. Mr. Eala explained that commute time matters more when people are deciding whether to accept a job. So, companies should think about offering flexible work arrangements or hiring people closer to where they live. He also highlighted the too long commutes take on employee well-being and family life, urging organizations to consider this seriously when designing work policies.

Work-Life Balance Perceptions Are Surprising

Newer employees tend to think their companies support work-life balance more than employees who have been there longer. Mr. Eala suggested this might be because people who have been around longer are more focused on their work and sometimes sacrifice balance. He noted that long-tenured employees often take pride in their dedication and may view work-life balance differently, sometimes prioritizing work achievements over personal time.

Social Connections Are a Big Factor

One of the clearest findings was that the more friend groups an employee has at work, the longer they tend to stay. This shows how important it is to help people build friendships and informal networks at work. These social bonds create a support system that makes employees feel valued and less isolated, which is especially important in hybrid and remote work environments.

Feeling That Your Work Matters Keeps You Longer

Employees who believe their work makes a meaningful impact are more likely to stay. Mr. Eala highlighted that this sense of purpose is a strong motivator beyond just salary. He encouraged leaders to communicate the value of each employee’s contribution clearly and to connect daily tasks to the organization’s bigger goals.

Leaving Feels Harder the Longer You Stay

Employees who have been with a company longer, especially older generations like Boomers, feel a strong emotional cost when they think about leaving. This emotional attachment often matters more than money. According to Mr. Eala, this “sacrifice” factor can be a double-edged sword: it keeps people loyal but can also make transitions difficult when change is needed.

AI Changes How People Work

About 60% of employees use AI tools at work. Those who find AI useful, easy to use, and

believe their company is ready for it are much more likely to adopt these tools. Peer support is key; people listen more to colleagues who have successfully used AI. Organizations should focus on making AI accessible and relevant to daily tasks to encourage adoption.

Mr. Eala shared some practical advice on what HR leaders can do to improve retention now:

• Create opportunities for social connections. Build ways for employees to make friends and support each other. This can be through team lunches, group projects, social clubs, or casual hangouts. 
• Help employees see the meaning in their work. Make sure people understand how their work matters. Sometimes it’s about telling the story behind projects so employees feel their efforts make a difference. 
• Consider commutes when hiring. While commute time doesn’t affect retention, it affects whether people accept jobs. Offering flexible schedules or remote work can attract more candidates. Mr. Eala urged companies to be realistic about commute burdens and to explore creative solutions like satellite offices or staggered shifts.
• Build a strong hiring pipeline. With a median tenure of less than two years, turnover is normal. HR should treat hiring as a continuous process and always have a pipeline of candidates ready. Organizations should think of recruitment as a production line: always sourcing, screening, and engaging talent to stay ahead of turnover.
• Make AI easy and useful. If you want people to use AI tools, show them how these tools help and make their work easier. Provide simple guides and let early adopters share their success stories. 
• Understand and align work styles. Measure how your people communicate, lead, and collaborate. Compare this with your company’s values and culture. Then design programs to fix any gaps. This helps create a people-first workplace where everyone feels comfortable and productive. 

Mr. Eala also touched on the emotional side of retention. He reminded HR leaders that employees are humans first, with feelings, stresses, and personal lives that affect how they experience work. Long commutes, high workloads, and the lack of social connection can all harm mental health and lead to burnout. 

He urged companies to prioritize emotional well-being by providing support systems like counseling, mental health days, and open conversations about stress. He said that when employees feel cared for as whole people, not just workers, their loyalty and engagement naturally increase.

Finally, Mr. Eala encouraged HR professionals to think ahead. The workplace is evolving rapidly with AI, hybrid models, and changing employee expectations. He stressed that retention strategies can’t be one-size-fits-all or static. Instead, organizations need to keep listening to their people, adapting policies, and experimenting with new ways to build connection and purpose. 

Rethinking retention means focusing on what truly matters to employees: connection, purpose, and support. Sprout’s Performance+ is designed to help HR leaders do just that by providing tools to track employee engagement, measure social connections, and align individual goals with company values. 

With Performance+, you can gain real-time insights into how your people feel, identify areas where support is needed, and design targeted programs to boost retention.

Ready to boost your retention efforts? Book a consultation today to see how Performance+ can help you build a more connected, motivated, and loyal workforce.